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Strategic Positioning Versus Operational Excellence in AI Adoption: How AI-Driven Cost-Cutting Strategies Backfire

In: The AI Competency Paradox

Author

Listed:
  • Prashant Singh Yadav

Abstract

This chapter examines why AI-driven cost-cutting strategies consistently underperform compared to AI strategies focused on competitive differentiation. Drawing on Porter’s enduring distinction between operational excellence and strategic positioning (Porter in Harvard Business Review 74(6):61–78, 1996), and Teece’s dynamic capabilities framework (Teece et al. in Strategic Management Journal 18(7):509–533, 1997; Teece in Strategic Management Journal 28(13):1319–1350, 2007), we demonstrate that organizations pursuing AI primarily for efficiency gains fall into competitive convergence traps. The chapter introduces the recognition challenge—how organizations can distinguish between AI applications that offer operational improvements versus those that enable strategic positioning. Through the analysis of organizational failures and successes, we establish the theoretical foundation for understanding when AI creates sustainable competitive advantage versus temporary efficiency gains.

Suggested Citation

Handle: RePEc:spr:fuobcp:978-3-032-11748-9_7
DOI: 10.1007/978-3-032-11748-9_7
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